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Can you deliver on the promises made in your tender bid?

tender contract win

In our last three blogs, we have written about the first three phases of our ‘Four Phase approach’ to tender bids and the benefits of working through these phases to ensure a successful bid outcome.

Phase 1 looks at the importance of developing a contract strategy, which is followed by Phase 2 – Opportunity Analysis and then Phase 3 – Tender Writing and Management.

Our fourth and final phase looks at Implementation and Contract Management, which is essentially the mobilisation stage.

What is meant by mobilisation?


Once you have demonstrated to a commissioner that you have the resources, skills and expertise or perfect product to deliver the contract, you need to deliver the goods, so to speak.

Efficient mobilisation and implementation of your organisation’s services is critical to fulfilling the requirements of the tender and contract.

You need to get the contract ‘up and running’ smoothly, ensuring an easy and enjoyable customer journey for the organisation awarding the contract and any service or product users. You also need to meet any expectations and targets or KPIs (Key Performance Indicators) from day one and keep checking on these regularly.

Processes and guidelines


One way to ensure that everything works as intended and meets client expectations is to create processes. And, if you already have processes in place, break these down and scrutinise them before you are due to start delivering the contract. Can these be simplified or improved in any way? Does everyone in the process know EXACTLY what they need to be doing? Do they have all the equipment, budget and resources they need to be able to deliver the best possible service?

Here at K Low Consulting, we work with our clients to do just this.

As part of our bid management process, we design and develop a Mobilisation and Implementation Plan which provides clear guidelines and schedules and ensures everyone is working to the same specifications and expectations. And, we work with organisations to break down complex processes into manageable work streams with clear ownership of tasks.

Managing growth effectively


Many tender bids, if successful, ultimately result in growth for the business. Growth can sometimes mean that processes that used to work on a smaller scale aren’t as effective once you scale up. And, you can’t just ‘give things a try’ and then fix it if and when it all goes wrong. You need to manage any risk involved and plan ahead, looking for any potential problems as part of the tender bid process so these can be resolved before you are awarded the contract. Use the time between submission and contract award to test any processes and procedures.

Contract management support


We find that managing the delivery of a contract is sometimes easier as an ‘outsider looking in’. An impartial, extra pair of eyes and ears can be hugely beneficial.

Following submission and contract award, we provide ongoing support to our clients during this mobilisation process to ensure timely delivery, accurate reporting and that desired outcomes and targets are achieved.

By focussing on achieving successful outcomes and supporting the growth of your company, we are best placed to provide support to your team too. We can help them understand and implement new services and procedures and understand the benefits. We can also make sure there is accountability when needed to guarantee that the contract is managed and delivered effectively.

Our support is flexible and bespoke, but may include:

•              Summary of implementation plan and key stage gates

•              Handover of reporting documentation with clarification around what needs reporting and the evidence required

•              Summary of key commitments and commissioner options for breach of contract

•              Quarterly progress checks

•              Support with reporting completion

•              Internal performance report, highlighting risks

•              Case study production for marketing purposes

Winning a tender bid can be hugely exciting and grow your business substantially but it is important not to lose your head or assume you can deliver everything you have outlined because you simply believe in your team or product.

Take the time to look at HOW you will deliver this contract and if your processes are fit for purpose. Appoint someone to oversee the contract and hold everyone accountable and check that targets are being met – the commissioner, end user and your team will all thank you in the long run.

For more information or to discuss how we can work with your organisation to help you win and manage contracts, contact us today on 0330 1331 041 or info@klowconsulting.com.

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NHS England- PDPS Contract Announcement

NHS England’s PDPS APMS Contract Announcement

NHS England’s PDPS APMS Contract has now been released on January 23rd and encourages all GP providers who wish to bid in the future, to apply as soon as possible.

In case you haven’t seen our previous blog posts about the contract, the APMS PDPS Contract was announced in October and presented the launch of a new online procurement tool (Pseudo Dynamic Purchasing System, PDPS). 

To find out more information about how to apply for NHS England’s PDPS Contract, please click this link: https://klowconsulting.com/pdps-contract/

As per NHS England’s contract description:

NHS England and NHS Improvement (NHSEI) are seeking to launch a new online purchasing system (PDPS) where pre-approved GP providers can apply to join a list of pre-approved providers. Those providers approved to join the system can then be invited by local commissioners to bid to provide APMS services when local needs arise.

The contract is a 4-year procurement exercise managed through a new eProcurement platform and will see:

  • GP Providers appointed to an electronically managed list of approved providers
  • GP Providers can apply and be added to this list at any time during the 4-year period, unlike a traditional procurement framework,
  • Once approved onto the PDPS, GP providers can be invited via the ePlatform to respond to requests for APMS Services from local commissioners. These local ‘call-offs’ will be matched to the bespoke needs of local commissioners.

For more information on this, and a full description of the contract, please refer to this website:

https://ted.europa.eu/udl?uri=TED:NOTICE:34789-2020:TEXT:EN:HTML&src=0

This website also provides more information about the contract: https://www.contractsfinder.service.gov.uk/Notice/6f4aae1b-7289-4b78-88eb-f5d36757f21c

Importance of the PDPS APMS Framework

As stated in our previous blog post, GP providers with an interest in providing routing and/or caretaker APMS services are encouraged to apply to be on the PDPS.

Any GP can apply for this contract and interest can be from a local GP contract holder within a Primary Care Network or a larger GP contract holder and other healthcare providers such as caretakers.

Please note that application to the approved provider list does NOT commit you to provide APMS services but does mean you will be able to bid when local needs arise. Thus, it is worth considering this contract carefully if you wish to bid for local services in the future.

Contract Deadline

As stated on the contract announcement, the deadline is 2024. Although, if a call-off happens you must already be on the framework to respond. It is critical that you consider applying as soon as possible for this contract.

To find out more information about the PDPS contract, please read our previous blog posts:

https://klowconsulting.com/pdps-contract/

https://klowconsulting.com/update-pdps/

Contact Us Today

K Low Consulting are offering bid support with to any providers who want to bid for this contract. We are offering support to meet your needs.

If you have any queries about this contract, please do not hesitate to get in touch with us.

We are available during office hours on 0330 133 1041 or via email at info@klowconsulting.com. 

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UPDATE: NHS England’s Pseudo Dynamic Purchasing System (PDPS) framework for GP APMS contracts

APMS

As the PDPS Contract becomes more prevalent, it’s important to be aware of important information.

We recently attended NHS England’s market engagement event in Leeds; the event provided updated information about the contract. This article, therefore, will act as a commentary following on from on our first PDPS blog post.

This article is aimed at those who intend to tender for NHS APMS GP contracts in the future.

Aims of the day

Mark Smith, NHS England – Assistant Head of Primary Care Commissioning, opened and chaired the event. Making it clear aims of the day were to run a split AM/PM session for Commissioners/Providers respectively.

With the contract notice going live on the 1st December and the PDPS going live in Jan/Feb 2020, it was clear that unless there was large Provider take-up, Commissioners without a mandate would not use the framework and would still proceed with the current procurement procedure.

Why Is the PDPS Contract Needed?

The main reasoning behind the introduction to this framework is to create commissioner and provider efficiencies. In turn, this will enable APMS contracts to be commissioned swiftly so that the service disruption is minimised, and patient care can continue to be delivered appropriately.

At the moment across all areas, commissioners are finding less interest from providers across the country to bid for APMS contracts. APMS procurements take around 6 months, and there is no guarantee that they will be successful. The past two years have shown a 10% failure rate in 2017/18 and an 8% failure rate in 2018/19.

Potential Issues with the Contract

One of the main foreseeable issues with this contract is the lack of notice and awareness that GP providers have of it. The NHSE attempts to address this by centralising and standardising the contract channel. However, by locking out non-framework providers, there is a danger that this may have the opposite effect.

It has been evident from our conversations with GPs at the recent Best Practice exhibition, and from the worryingly low numbers in the room that GP providers are unaware of this critical change to the way their contracts may be commissioned.

A big question is how are GPs supposed to know about the framework? Other than the usual contract notices, the answer is given that the message was pushed through local CCGs, who may or may not be passing on the message. It appeared those in attendance had registered either by chance or following their own contract monitoring activities.

How GP’s can be aware of the PDPS Contract and Do You Need to Apply?

The portal to be used for the procurement will be EU supply: https://uk.eu-supply.com/. This will host FAQs and any further updates ahead of hosting the actual PDPS tender process.

The initially proposed 6 rounds of the framework will have around 5-month lead times from entry to award. Please see the timescales captured below:

To Re-Iterate, only those Providers on the PDPS will be invited to tender for any contracts ‘called-off’ via the framework. Therefore, it is highly likely that unless a Provider applies for the PDPS six months in advance of a call-off being made, that they will miss the opportunity to bid.

Market Response for the PDPS Contract

To mitigate the potential impact and reduction in market response, attendees suggested:

  • NHSE should reconsider the length of the rounds, shorten the timeframe and make them monthly.
  • NHSE should publish all APMS contract expiry dates. Whether they will definitely be recommissioned or not, providers could make a decision themselves whether to or not, invest the time to get onto the framework, and do any initial research and model development in advance of the ‘call-off’
  • NHSE supports workshops where practice representatives come in and are supported to complete the PDPS application.
  • At the very least, they need to find a way to make this public knowledge to all GPs. Some form of mandated communication, explaining the very limited time commitment and simplicity of the application, should make it an easy decision for GPs to fill out the application and ensure they are not locked out for the next 4 years!

Digital First- A Risk to Local Providers?

A matter raised within the meeting was that there may be a potential risk to local provision. This is due to the fact that there appears to be an opening to digital-first delivery models. Providers can be accredited to all regions across the country. Some people may point to this as the reason why the fundamental procurement shift has been so under-publicised.

Contact Us Today

To enquire more about how to apply for this contract, contact us today on 0330 133 1041 or info@klowconsulting.com.

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How to develop a patient-centred service

The five-year forward view presented plans to work towards a more collaborative and informative relationship between patient and healthcare professional. A patient-centred service means that patients are getting the best experience, putting patients at the centre of their own health and healthcare.

In this article, we provide some tips on developing a patient-centred service.

What is patient-centred care?

To understand how to develop a patient-centred service, it is imperative to know what it consists of.

Patient-centred care, as stated by NHS England, “starts with the patient”. It revolves around the notion that the patient is in control of their health and the healthcare services that are provided for them.

Patient-centred care represents collaboration, power and pro-activeness, as the patient works alongside a healthcare professional in partnership to design and shape their own healthcare based on their needs and goals.

To form a greater understanding of patient-centred care, an effective patient-centred service mainly centres around the following ideas:

  • The person is treated with dignity, respect and compassion
  • Communicating and coordinating care between appointments and different services over time
  • Care is shared between a community health service and a hospital
  • Care is tailored to suit individual needs and what they want to achieve
  • Supporting individuals to help them understand and learn about their health
  • Finding ways to help them get better, look after themselves and stay independent
  • Being involved in their healthcare decisions

Benefits of a patient-centred service

Having a patient-centred service benefits the patient, practice and the healthcare professional greatly.

As such, there are many benefits to a patient-centred service, such as:

  • It improves patient outcomes by supporting patients with long-term conditions to manage their health and improve clinical outcomes. When individuals play a more collaborative role in managing their health and care, they are less likely to use hospital services, stick to their treatment plans and take medicine correctly.
  • Patients have the opportunity and support to make decisions about their care and treatment in partnership with health professionals are more satisfied with their care, are more likely to choose treatments based on their values and preferences rather than those of their clinician.
  • Individuals can gain more knowledge, skills and confidence in managing their health and healthcare. In turn, they are more likely to engage in positive health behaviours, which in turn, will create better health outcomes.
  • Person-centred care is good for healthcare professionals too- it increases staff performance and morale.

Putting staff at the heart of a patient-centred vision

NHS England and Public Health England provided a consultation document for the public named ‘Facing the Facts, Shaping the Future’. The workforce strategy is about placing staff at the “heart of a patient-centred vision”. To develop a patient-centred service therefore, staff members need to be actively involved in creating this vision.

NHS England has been drafting a workforce strategy to get staff members involved, by working pro-actively to create a patient-centred care service, one that will benefit them as much as the patient. As one of the many stated benefits of providing this service, staff morale and performance is a result of better patient experiences.

As healthcare professionals are the ones that can help create this vision, they must be aware of how to create a more positive patient experience.

Developing a patient-centred service

To develop a patient-centred service, you must effectively engage with patients, monitor their experience and improve their experience based on their feedback. Asking people if they are receiving the care that they need will give a good indication on that basis and make them feel more secure and cared for.

1) Patient involvement and experience

The first way to develop a patient-centred service is to put the patient at the heart of the service and improve their overall patient experience. A key part of patient-centred care is the patient being actively involved in their own healthcare.

Making patients central to their healthcare involves working collaboratively with people who use the service to support their development, skills and confidence. Patient-centred healthcare largely involves patients making informed decisions about their own health and healthcare.

There are many aspects which allow the patient to have a better experience. Based on Picker’s Eight Principles of Patient-centred Care there are eight main components: respect for patients’ preferences, co-ordination and integration of care, information and education, physical comfort, emotional support, the involvement of family and friends, continuity and transition and access to care. As a foundation for building a patient-centred service, following Picker’s basic principles as a guideline may assist in developing this service.

Part of caring for patients also involves caring for their families; this is otherwise known as family-centred care. If the patient has the support and involvement of their families within their healthcare, they are more likely to react positively.

It all starts with the patient; listening to their needs and designing patient experience based on these needs.

2) Monitoring services

Monitoring patient experience is the key to developing a patient-centred service.

There are some examples of ways to monitor and evaluate patient experience. Some examples are as followed:

  • Friend and family surveys
  • GP Patient Surveys
  • Focus Groups
  • PPG Group
  • Compliments Boxes
  • Patient Member Participation Groups

3) Evaluating data based on feedback

Evaluating data and using it to improve on a patient-centred service, will give you the opportunity to focus on the areas that need developing. Surveys and feedback methods will give you the opportunity to improve your service.

Understanding what is being asked of the patient and analysing this feedback will help you move towards this.

For example, GP patient surveys give a specific indication of what areas need improvement. An example of a GP patient survey is presented below:

As shown from the answers presented in this particular GP survey, patients are less satisfied with the appointment times available to them in comparison to how easy it is to get through to someone on the phone. All of these aspects form a greater patient experience.

Focusing and working on the areas that customers feel less satisfied with, will result in better patient experience and will form a more effective patient-centred service.

As seen from the table above, 34% of national NHS patients have not agreed on a plan with a healthcare professional to manage long-term conditions.

From the table below, a local GP practice shows that 83% of local patients did not have a conversation with a healthcare professional from their GP practice to discuss what is important to them when managing their condition(s).

 As part of a patient-centred service, patients with long-term health conditions should have an active role in their own healthcare. As seen from the chart above, this particular GP practice is scoring low on this, suggesting there were no discussions about managing their conditions and stating their healthcare goals. Thus, this would not particularly represent a patient-centred service.

Thoroughly understanding and analysing selected questions such as these, and developing based on what patients are feeding back, will give a basis for professionals to work with when building and developing a patient-centred service.

These issues can be improved by:

  • Having regular discussions about the patient’s healthcare
  • Discussing the patient’s long-term health conditions and their goals
  • Ask the patient questions such as ‘What’s important to you when it comes to your healthcare?’ ‘What would make things better for you?’
  • Allowing the patient to be involved in making important decisions about their health
  • Involving the patient’s family in their healthcare
  • Setting out a plan of the patients’ health care conditions and practical steps about how to help them

Contact Our Team Today 

If you need help on a tender, contact our experienced team of writers today on 03301 1331 041.
Alternatively, send an email to info@klowconsulting.com for more information and details.

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How do I apply for NHS England’s Pseudo Dynamic Purchasing System (PDPS) framework for GP APMS contracts?

APMS Contract

What it is, how you bid for it and why you should consider it.

As you may have seen, NHS England have recently published a prior information notice which may change the way that GP’s contracts are commissioned. It may be vital for you to apply for this contract so that you can bid for local services in the future.

What is the Pseudo Dynamic Purchasing System (PDPS) contract?

NHS England have recently announced an upcoming contract opportunity.

NHS England and NHS Improvement have launched a new online procurement tool (Pseudo Dynamic Purchasing System, otherwise known as PDPS), which will include a list of pre-approved GP providers that can be invited by local commissioners to deliver local GP services. The PDPS system is planned to be live from January 2020. The estimated date of the contract notice is 01/12/2019.

There are three main marketing engagement events for this contract, which we strongly urge you to attend. These events will be centred around the new PDPS tool. The events are in Leeds (23/10/2019- pm), Birmingham (28/10/2019- pm) and London (30/10/2019- pm).

To book on to any of these events or find out more information about them you can follow this link: https://www.events.england.nhs.uk/national-dynamic-purchasing-system-events.

APMS services- information about lots

There are two main “lots” which are planned in the scope of the APMS service:

Lot 1. Routine GP Services

Supporting local commissioners, this lot will enable the delivery of procurement plans for replacing existing or securing additional GP services. It covers the list-based services expected from all GP practices in England. APMS contracts will fit the tailored needs of each local commissioner.

Lot 2. Caretaker Services

Lot 2 consists of urgent cover arrangements which are approved by primary care and commissioning committees on a case by case basis to ensure a safe and sustainable GP service continues for patients when a GP contract terminates suddenly and unexpectedly.

A new purchasing system for GP’s

The PDPS is being set up under the Light Touch Regime for Health Care contracts within the Public Contracts Regulations 2015. The system is being implemented by NELCSU (North and East London Commissioning Support Unit) on behalf of NHS England and NHS Improvement.

THE PDPS 4-year procurement exercise will oversee:

  • GP providers appointed to an electronically managed list of approved providers- GP providers can apply and be added to this list at any time during the 4-year period.
  • Approved GP providers invited via the e-platform to respond to request for APMS services from local commissioners. The “call-off” will be matched to the adapted needs of local commissioners.

So, should you apply for the PDPS contract?

NHS England and NHS Improvement, and Clinical Commissioning Groups will be encouraging all GP providers with an interest in providing routing and/or caretaker APMS services to apply to be on the PDPS.

Any GP can apply for this contract and interest can be from a local GP contract holder within a Primary Care Network or a larger GP contract holder and other healthcare providers such as caretakers.

Application to the approved provider list does not commit you to provide APMS services but does mean you will be able to bid when local needs arise. As such, it is worth considering this contract carefully as the decision not to bid may deny your chances of bidding for local services in the future.

The contract will allow you to apply at any time. Although, if a call-off happens you must already be on the framework to respond. Therefore, it is critical that you consider applying as soon as possible for this contract.

What you need to demonstrate to qualify as an approved provider

There is a set of criteria that providers need to meet to be accepted onto the PDPS contract. Minimum threshold on suitability and capability will need to be met and key pass/fail questions will be asked of providers in the following areas:

  • Financial and economic standing
  • Technical and professional ability
  • Mandatory and discretionary exclusion questions
  • Other subject matter questions

How to Apply For The NHS England PDPS Framework for GP APMS Contracts

K Low Consulting can help assist you in registering interest and applying for this contract.

You only need to apply once for this contract. Once we have secured your place on the framework it is assured that you are able to bid for any APMS contracts that NHS England ‘calls-off’ via the framework for the next 4 years.

To get more information about the contract or to raise your interest, contact K Low Consulting today at info@klowconsulting.com or call our office on 0330 133 1041.